Creating customer personas: Saying the right thing at the right time to the right person


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Customers are a diverse lot. So why should you address them as a single unit? If you want to say the right thing at the right time to the right potential customer, you need to develop customer personas. The more you know about your different types of target customers, the more effective your marketing will be.

We recommend focussing on a finite number of target groups first, maximum 5-10, to develop in-depth customer personas. These may be your largest target groups, the ones with the highest purchasing power, the most influential ones, or customers you don’t even have yet but which you want to target in the future.

Key steps to developing personas

There are many ways to develop your customer personas. Here are some of the methods we work with here at steelecht:

  • Analysis of existing customer information (perhaps held within your database)
  • Creation of themes (your typical customer types)
  • Interviews with customers, present and lapsed
  • Incentivized surveys, with questions similar to those used in the interviews
  • Opinions from staff who have regular dealings with customers
  • Feedback from customers on social media channels, forums, and review services
  • Market research results

For each persona, we find it highly useful to include a representative picture for that target group segment. Here is an example of what that picture and a brief description of an “influencer” persona might look like.


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This is a general interest blogger who has never written about your product before. He knows about your brand through advertising, but has probably never used it himself. He is receiving free samples of products every day but would actually prefer to “discover” new products to write about himself. His followers love him because he always seems to be one step ahead of the crowd. This is a reputation he needs to maintain. Your goal is to place content tailored to his needs in a place where he can easily discover it himself. If you want to reach out to him directly, be prepared to know what’s in it for him, or he will likely charge you more.

Besides a picture, when we work with you on developing your customer personas, our aim is to build as full a picture of each target group as possible; especially their needs / wants / pain points and the actions they’re likely to take as they progress through the customer journey or marketing funnel. Some of the key questions you may wish to answer include:

  • What is their demographic information?
  • What is their job role?
  • What are their expectations / goals / pain points?
  • What objections might they have to your service or product?
  • What false preconceptions might they have that you need to correct?
  • Where do they gather information?
  • What search phrases do they use?
  • What tone and style of language do they use / like ?
  • What do you seek or expect from them?
  • What do you want to give them?

It should be noted that customer personas are usually not something meant to be shared outside of your company, perhaps you might share them with a few of your communication suppliers. It is essential to also adhere to data privacy legislation. Personas are to be treated as confidential information that offer deep insight into your company strategy.

Do you know your own persona?

It can also be very useful to think about how your company is perceived by your customers, staff, suppliers and other stakeholders. What is your corporate personality? Many companies have a mission statement or vision, but this rarely goes deeper into the real psychology of your brand. If you really know who you are as well as who you want to become, it will be much easier for you to develop truly meaningful relationships with the personas you are targeting.

Contact us

Get in touch with steelecht to explore the options of creating personas of your target groups and your company. It will be a fun process – and very insightful!


Integrated CSR benefits society – and your business

Vertically integrated Corporate Service encourages a company to be true to itself and its business. By harnessing its expertise to serve the greater good, a company better serves society, and its corporate reputation.

What is vertically integrated Corporate Service?

The idea behind vertically integrated Corporate Service (CS) is incredibly simple. It can be reduced to this: companies identify and support worthy causes that relate to who they are. Specifically, this means what they are good at, and/or what they are selling. For instance, our company specializes in communication. So our CS revolves around pro bono work helping disadvantaged people (e.g. refugees) communicate with the local authorities.

Of course, many companies have been supporting causes unrelated to their core businesses for years. Indeed, such legacy causes are virtually impossible to separate from company support without causing collateral damage. Or a company might have such a broad variety of products and/or services that a truly coherent story is difficult to achieve.

“Whatever you do as a company – including your Corporate Service activities – becomes part of the public perception of who you are.”

When in doubt, use a metaphor

In such cases, however, solutions are easily conceivable. A common way to find unity in diversity is to creatively identify an applicable metaphor or theme. It is also reasonable to imagine that every major business unit of a company might have its own CS niche.

In any event, the point of vertically integrating your CS with your corporate activities is simply to better connect with customers and employees – actual and potential – and the general public, by reinforcing their awareness and knowledge of exactly who you are and what you do.

This raises an important, related point. That is, whatever you do as a company becomes part of the perception that people have of who you are. Companies spend a lot of time and money attempting to ensure that public opinion favors their endeavors. Aligning your Corporate Service activities with your business activities is an easy way to do just that.

Vertical integration of your CS simply narrows and refines the possibilities of that perception, strengthening your case to really be the company you say you are, and improving the chances that the public believes you and perceives you in the way in which you wish to be perceived.

What message are you sending?

Let’s look at one company who do not do this. A very large and well-known financial services institution (who shall here remain anonymous!) claims that it takes its responsibility for their social environment very seriously. The proof given for this seriousness includes support for graduate education in finance and a high-profile European artistic award.

Admittedly, those sound like pretty serious things. But the link between art and their business is not immediately clear. And, while MBAs may be important to the company, their overall value to society at large – or to the problems facing it – is less apparent.

The point is that, if it wishes to use its Corporate Service profile to convey, reinforce and/or expand a reputation for being elitist or out of touch, that is its prerogative. But, if it is trying to market itself as a company that cares, it is sadly failing to do so here.

Add value by being yourself

So what could that company do? Well, first it might try to identify some higher-level themes within its business and corporate identity that can be used to connect it more clearly with society. It actually has lots of opportunities to do this, for example with transaction, exchange, trading, transparency, crossroads, meeting, etc.

It might then play with those themes a bit to find a combination that both accurately acknowledges and affirms its identity, while leaving space for that identity to grow. This would not necessarily be a public slogan, but it would provide an internal compass for directing the next phase of CS integration.

Metaphorical themes allow you to firmly connect your specific business with a multitude of worthy causes with which you might not normally be associated. In this case, a rubric of (for example) “Clearly sharing value” could easily be applied to partnering with or pioneering programs that emphasize aspects of their actual business.

For instance, here are some relevant societal facts: many children lack basic skills in numeracy, and “22% of 16- to 19-year-olds in England are functionally innumerate”. Even more of the future global workforce lack skills in computer coding or programming. And in Europe – and globally – there is a huge group of young people “not in employment, education or training” (NEET). In certain countries, regions, and groups, these figures are staggering.

A “Clearly sharing value” approach would shift the emphasis from MBAs to children and marginalized young people, and from art to partnering with schools, NGOs, and governments to serve society with practical assistance, in areas in which a good financial institution has both competence, and a vested interest.

Sadly, many companies are missing out on what a good, integrated CS approach can offer them and the societies on which they depend, simply because they are not aligning their Corporate Service with their business.

In another article, we look at a company that is doing it right, and providing a benchmark for vertically integrated Corporate Service.

The road to good translations – 5 tips for companies


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How to get better translations and find good translators. Here’s what you need to know to get more creative and more effective marketing texts from translators.

Back when I worked as a translator of financial texts, my experience taught me that one thing matters more than anything else: unfailing accuracy.

Yet after joining a creative agency that focuses mainly on copywriting, but also on translation, I was able to step back and see a bigger picture, because there are so many other things that matter, too.

The financial reports I used to translate had to accurately convey facts and figures, but they didn’t have to be stylistic masterpieces. In my current job, I have learned that translating marketing texts is very different: it requires me to rely much more on my skills as a creative writer.

Isabel Bogdan – a German author and translator of literary texts from English to German – recently spoke about her experience as a translator in a local workshop. During a Q&A session, she was asked an important question:

How can you tell when a translation (or a translator) is good?

Isabel Bogdan’s answer was short, charming and spot-on: “If it’s well-written, it’s a good translation.” This is undeniably one of the most important characteristics of a good translation, whether for the world of literature or the world of business. But there’s more.

Don’t get lost in translation

Apart from copywriting, my colleagues and I at steelecht do a lot of translation between German and English, and so we quickly came up with some characteristics of a good translation – and a good translator. If you or your company wants high-quality results from skilled translators, be sure to remember these five essential points:

1.) Being a native speaker is not enough. Translators should also be good writers.

When new customers come to us, we’re often asked if the translator is a native speaker of the target language. This question is not wrong, but it it’s certainly incomplete. It would be much better to ask if the translator is a native speaker and a professional copywriter, journalist or writer. Many native speakers speak a second language well enough to translate, but that does not mean they write well in their own language. They need to have a good feeling for their own language, and to have the ability to create texts that generate the desired response within readers.

We at steelecht believe that in order to be a good translator, you must also be a skilled and creative writer who can deliver a well-structured and effective text with the proper tonality.

2.) A good translation doesn’t sound like a translation at all. It sounds like a good text.

This is only possible if you work together with a translator who knows how to write well (point 1). But you, as a customer, will also have to accept the fact that different languages work differently, and a 1-to-1 translation is almost never a good idea, especially when it comes to marketing texts.

Every language has its own special quirks, unique possibilities and even limitations. When going from one language to another, translators may have to sacrifice a play on words, although they might find other opportunities to add unique touches to the text in order to make it more of a “second original”.

The most important job for a translator is to transpose the overall message from one language to another while using the proper tonality.

Compared to that, individual words are inconsequential. Of course the details matter, but be careful not to get so focussed on the nitty gritty of a text that you miss the forest for the trees.

3.) Good translators use their heads and have the courage to make improvements.

One of the hallmarks of skilled writer-translators is that, whenever necessary, they also try to improve texts as they re-write them.

However, it takes courage to change a text, knowing that – occasionally – a client might think this represents a slight on the original. But, since styles often diverge from one language to another, it’s important for you as a client not only to accept these differences, but to expect them as a sign of quality. Texts can often be improved by, say, leaving something out, adding extra information, or re-arranging sentences and paragraphs.

Isabel Bogdan had a good example of this in her workshop. She said that a translator is much like an actor: his or her interpretation of a text can make it better or sometimes make it worse.

Here are a few examples of changes that make good sense:

  • It is better to leave out an idiom or some other play on words if there is no equivalent (or better) option in the target language.
  • Let’s face it: sometimes there are awkward sentences in the texts we translate. Here, it’s better to make sure you understand the meaning and say it more clearly using other words. This is the process we use for transcreation.
  • Translators should recognize passages that would be difficult to understand by target language readers. Let’s say the original language is German. The original text might assume certain knowledge, i.e. things that all Germans know. That “assumed knowledge” will have to be added to the translation. The translator can either research this information and add it, or call the client to talk about what needs to be added.
  • If they notice it, thoughtful translators will make notes of grammatical or factual errors in the original. NB: they might stop this practice for certain clients if they get the feeling it is not appreciated.
  • Good translators ask questions, without the fear of losing face. We can’t specialize in everything, so it’s important for us to ask when we don’t understand something technical or some unfamiliar jargon. This is not a sign of weakness, but rather a mark of quality and a sign that the translator cares.

4.) Excellent translations are the result of teamwork.

Experienced translators can deliver good work in isolation, but even the best translators can improve their results by working in a team. Working in a team gives you access to people who can help you with a difficult passage or find the perfect words to say exactly what you want, because two heads are always better than one.

It’s also important for translation teams to build proofreading into their workflow. A separate person should experience the translation in isolation, and give it any necessary final touches to make sure it sounds like an original. This peer-review process should be part of every translation.

5.) Clients also play a role in the creation of good translations – by providing good briefings.

You know what you want. So share your knowledge with your translator in concrete terms. No matter how good your translators are, they can’t read minds. It’s always better to share too much information than too little.

At least let your translators know the following information:

  • What type of text is it? This is normally something a translator can find out independently, but having this information in advance gives the translator a better impression of style before even starting (press release, blog article, e-mail, product description, etc.).
  • Who is the target group? You know the target group, but your translator might not be able to infer that knowledge from the text. Also consider how the target group can change according to language – sometimes this change can be significant.
  • What should the text’s tonality be? Formal or playful? For a specialist audience or laymen? Adsy or informative? There are many different options, so it’s important to clearly communicate what you want. You should also mention whether you want British, American or some other form of English.
  • Do you have a terminology? A terminology is a list of specialist and company-specific terms and phrases along with their official translations. This helps translators do their jobs more quickly and helps maintain consistent tonality. If you have one, make sure you always provide it to translators. If you don’t have one, you can let steelecht create and maintain a new translation terminology on your behalf. It is a great tool for translators, but also for your colleagues within the company.

So now that you know how to find good translators, and help them deliver excellent translations. We wish you all the best!

By the way, did this text strike you as a translation? Well it is. And at the same time it isn’t. It’s a transcreation of a blog article by Anette John, my colleague. I’ve personalized it by adding the story about my previous job and other tidbits, but I’ve never actually been to a workshop by Isabel Bogdan. That was Anette.

Contact steelecht to learn more about transcreation (creative translation). Write us an e-mail at

Thought leadership & the digital content hub


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Companies are increasingly taking command of content – not only their own, but also that of the areas in which they wish to be known, or with which they wish to be associated. The many benefits of doing this include strengthening their claim to thought leadership.

Thinking about thought leadership

Thought leadership is one of those many business terms that simultaneously inspire and confuse. It sounds great! But it can also seem a bit abstract, particularly when it becomes your task to make it concrete.

Never fear. Thought leadership can be simply boiled down to these two points:

  1. Does your company know what it is doing?
  2. How are you showing, revealing or communicating that it does?

The good news is that, if you’ve been covering the costs of producing and delivering a product or service for a while now, you probably do know what you’re doing. A lot of companies can say the same, though, so the second question is really what’s important. And if your answer to that is restricted to such things as your fine website, brochures, sell sheets, white papers and advertising, then you are missing the boat. You need to occupy that space on the web – and in people’s minds.

Do you know your space?

The simplest and most efficient way to claim your place in the sun, so to speak, is to be the sun around which things revolve. You can do that by creating a digital content hub at the center of the universe in which your product or service is desirable. For instance, if you are an elevator company helping build tomorrow’s mega-cities, you might commandeer the subject of ‘the urban future’. Or, if you are an environmentally responsible apparel company, you might stake a claim on ‘sustainable clothing’.

Stake a claim on the content

By owning and developing your own conceptual piece of the digital real estate, you can quickly become a leading voice in the more general area in which your products operate. It’s easy.

Think of small kitchen appliances. They are used in the preparation of food. Food feeds you, your family and your guests (and everyone else). As a maker of such appliances, you might offer a fully-indexed content hub with tips on food storage, recipes, entertaining guests, different food allergies, veganism vs. vegetarianism, particular foods (‘Consider the asparagus’), making healthy food your child will actually eat, nutrition, dieting, etc. Soon, you are the go-to site for any information related to the thematic environment of food – sponsored by your brand.

In many ways, this is similar to an old idea, refreshed and updated for the online age. Companies have sponsored content for years. How is it different now?

Finding things online

Here’s a story. In the beginning, there was the grandly named World Wide Web. There wasn’t actually much on it (back in the day), but there it was, all ready to be used. Well, they built it and people came. So gradually, the population of the wide-open digital spaces began to increase. Soon, there were so many sites that the search engine was born, so that people could actually find some of these places. Eventually, however, there got to be so many things to find, that search engines became less and less helpful. Algorithms are lovely things, but the simple fact of the matter is that there is a whole lot of related content out there, no matter what you’re searching for.

In the midst of all this, bloggers – guides, in a way – appeared, offering to complement, curate, condense and/or evaluate some of that digital content. But bloggers are like columnists, writing one entry at a time. So digital digests or e-magazines appeared, to offer more than just a series of blogs by the same writer. A well-managed corporate digital digest offers a regular supply of articles and links on a certain theme, more or less loosely related to a product, brand or service.

Mind the gap – and fill it

Unfortunately, corporate e-magazines have a tendency to simply be fancier, flashier versions of the good old brochure. They are useful, of course (as brochures still are), but they are obviously – intentionally – sales tools.

Now contrast that with a digital content hub aimed at thought leadership. It does less – and more. It strips away the background noise of selling you and your company, and creates a pleasant, inviting space for your customers to invest their curiosity and interest in the cultural or subject areas where – incidentally – your products and services are useful.

You might mention what you do in a digital content hub, but only occasionally. Be subtle. The main purpose is to attract the attention of potential customers by delivering useful, somewhat impartial, possibly even objective information about something they care about, whether that is cities, kitchens or organic clothes. By providing such a service, you build trust in your expertise, and your present and future customers will thank you for leaving out the hard sell.

Be the source

A thought leadership hub should be at the heart of every marketing strategy. By ‘owning’ an online subject-matter space, your company can quickly become the trusted librarian and go-to destination for consumers interested in a particular subject. That subject area – again, not coincidentally – is the area in which your expertise and your products and services exist. Think of it as a public service that also serves your interests.

Besides the considerable boost to your online discoverability and sharability, you may consider increasing your hub’s stickiness by integrating UGC (user-generated content). Think Wikipedia or even Facebook. This can go as far as letting people comment directly on your hub (please budget in a moderator then) or simply including posts written by guest writers, which you can hand-pick. Is your company a member of any associations? Are you active in an online forum? Do you have business partners who produce content of their own? It’s easy to involve others in your hub and the amplification will be remarkable.

A thought leadership hub also has an employer branding effect. Your current and next generation of employees will better identify with your company and, compared to a typical marketing campaign, more likely talk about the hub with friends and colleagues. Employees are also your first source of valuable and relevant content. Share this article within your company and ask them what they think. Then channel their passion and inspiration, it will make your hub a real magnet.

steelecht is an copywriting agency specialized in international communication. Let us help you reveal your hidden thought leadership and build a new content marketing hub around it. Contact us for more information:

Multilingualism and the Mind


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Multilingualism and the Mind

Being both bilingual and a translator (German to English) with a ‘working knowledge’ of Spanish and French, I have a natural curiosity about what happens to our brain when we constantly switch back and forth between languages. Sometimes it feels quite frustrating, like I am ‘blocked’, not being able to remember words in either language. At other times it can feel quite liberating, like an expansion of mental ‘playground space’. When speaking to my bilingual friends, family and colleagues, we often mix German and English, switching between both languages quite quickly and using the word or phrase that best expresses our thoughts. This can sound odd to outsiders who speak only one or the other. We often have fun with it in the process, choosing quirky variations.

Cognitive workout

In the past, it was often believed that being bilingual created confusion, especially in children and that if you spoke more than one language, you wouldn’t be able to speak any of them correctly. But in the last 15 years or so, there has been a wave of research about the effects of bilingualism on the mind, revealing very tangible advantages for people using more than one language.

The positive physical effects on brain structure could be compared to a physical workout of your body, which activates your muscles, tissues and organs and makes you stronger and more resilient. The more you exercise your brain, in this case by using more than one language, the more your brain becomes interconnected and integrated, your entire brain ‘network’ is ‘pulled together’ and your cerebral cortex is thickened. Grey matter density increases and white matter, which connects the grey matter areas like a train line, is strengthened.

There also seem to be clear health benefits. In a study at York University in Toronto, psycholinguist Ellen Bialystok discovered that “…bilinguals showed symptoms of Alzheimer’s some four to five years after monolinguals with the same disease pathology.” She believes being bilingual rewires your brain. The entire executive system and “cognitive reserve” is bolstered, so that when parts of the brain become damaged, bilinguals are better able to compensate. A lot of recent research confirms that our brains are a lot more “malleable” than has been believed in the past and that it is very possible to change the brain anatomically, regardless of how old you are.

When it comes to managing mental tasks, such as editing out irrelevant information and focusing on important details, prioritizing, multi-tasking, problem solving and absorbing information, bilinguals were consistently more agile than monolinguals. These skills are increasingly important in our “modern world”, where we are continually bombarded with an information overflow from all directions.

Expanded perspective

Being bilingual or learning a new language may also change how you perceive the world around you. Susan Erwin-Tripp, one of the pioneers of psycholinguistics from the 60s, came to the conclusion that our perception takes place within language mindsets and that bilinguals work with varying mindsets for each language. Research shows that each language has its own “cognitive toolkit” and handles verbs, distinctions, gender, time, space, metaphor and agency quite differently and this causes differences in the way people think and act.

“To have a second language is to have a second soul”

Charlemagne, ca 800 AD

Bilinguals often say they feel like a different person when they speak another language and that expressing emotions in different languages carries varying emotional resonances. I certainly feel different depending on if I am speaking in English or German. For example, when I speak English, I feel in a ‘deeper’ more intuitive mode, it feels more ‘fluid’. When I speak German I feel more contained or a pull to think in a more structured or logical way.

 Alternate realities

English and German speakers perceive events and perhaps the world differently due to the “grammatical toolkit” of each language. English grammar allows you to situate actions in time. For example, the sentence: “I was sailing to Bermuda and I saw Elvis” has a different meaning than “I sailed to Bermuda and I saw Elvis”. Because German doesn’t have this feature, speakers have a strong tendency to focus on the beginnings, middles and endings of events, whereas English speakers often leave out endings and focus more on actions. If speakers of both languages looked at the same scene, the German speaker might say, “A man leaves the house and walks to the store”, and the English speaker is more likely to say, “A man is walking.” This difference seems to have an influence how English and German speakers perceive events.

“By having another language, you have an alternative vision of the world…If you’re a bilingual speaker, you’re able to entertain different perspectives and go back and forth.”

Panos Athanasopoulos, Professor of Psycholinguistics and Bilingual Cognition, Lancaster University

All languages can create shifts in perception, for example in Turkish, if you take a sentence like “Sarah Palin read Chomsky’s latest book”, the verb would show whether the speaker saw the event themselves, or someone told them about it, or if it was inferred. Because bilingual speakers can switch back and forth between different perspectives, they can pick and choose the best of both worlds. Multilinguals have even more options!

Move toward multilingualism

Evidence suggests that our brain has evolved to be multilingual and that speakers of only one language may not be using their full potential. Thomas Bak, a cognitive neurologist studying the science of languages at the University of Edinburgh believes we can get a feel for how prevalent multilingualism might have been: “If you look at modern hunter-gatherers, they are almost all multilingual.”

So what is holding us back? Many of us try to keep our bodies, which have evolved the way they are for a physically active hunter gatherer lifestyle, in shape by doing physical exercise. I also think it’s important to keep our bodies ‘well-tuned’, healthy and strong. I practice yoga, which is a more holistic approach that creates expansion, awareness and concentration in body as well as mind and spirit.

Most people on this planet (about 60-70%) do speak at least two languages, so we seem to be on the right path.  One could conclude that the ‘advantage’ or ‘privilege’ of native English speakers, whose language is so widely understood that they can get by without learning any others, may also be a disadvantage. Monolingual speakers don’t have the chance to exercise their brains in this way.

Luckily, there are many opportunities to “mingle” with other cultures and learn new languages, so it should not be a big problem to venture out of our “comfort zones”. This is not only good for interpersonal communication, but also for our own mental health.

Wie erkenne ich einen guten Übersetzer – 5 Tipps für Unternehmen


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Vor einigen Monaten nahm ich an einem Workshop teil, bei dem Isabel Bogdan – Autorin, Bloggerin, aber vor allem auch Übersetzerin von literarischen Texten aus dem Englischen ins Deutsche – über ihre Arbeit sprach. In diesem Rahmen wurde Bogdan eine wichtige Frage gestellt. Eine Frage, die sich nicht nur Verlage, sondern jedes Unternehmen, das Zielgruppen unterschiedlicher Länder ansprechen möchte und auf Übersetzer angewiesen ist, schon einmal gestellt hat: Wie erkenne ich eine gute Übersetzung (und somit einen guten Übersetzer)?

Isabel Bogdan antwortete sehr kurz, charmant und absolut zutreffend: „Eine gute Übersetzung ist ein gut geschriebener Text.“ Innerlich habe ich applaudiert. Denn mit diesem Satz brachte Bogdan einen der wichtigsten Merkmale einer guten Übersetzung auf den Punkt – zutreffend, ganz gleich ob Literatur oder Werbetexte von der einen Sprache in eine andere übertragen werden. Doch es gibt noch mehr.

Lost in Translation? Das muss nicht sein.

Da ich selbst beruflich Texte übersetze (Marketingtexte aller Art vom Englischen ins Deutsche) schossen mir natürlich noch weitere Qualitätsmerkmale von guten Übersetzungen durch den Kopf und somit dem, was einen guten Übersetzer ausmacht. Bei einer angeregten Gespräch mit meinen Kollegen von steelecht, formierte sich in meinem Geist schließlich eine ganze Liste, die ich Ihnen hier präsentieren möchte. Sie ist ein Leitfaden, der Sie dabei unterstützen soll, eine gute Übersetzung bzw. einen guten Übersetzer ganz einfach zu erkennen. Sie zeigt außerdem, was Sie als Kunde oder Unternehmen tun können, um zu dem gewünschten Übersetzungsergebnis beizutragen (ja, das können Sie wirklich!). Fangen wir an – hier meine 5 Tipps:

1.) Es reicht nicht, dass ihr Übersetzer Muttersprachler ist – er sollte ein guter Texter sein.

Bei Anfragen zu Übersetzungen wird oft die Frage gestellt, ob der Übersetzer auch Muttersprachler in der Zielsprache ist. Verstehen Sie mich nicht falsch, diese Frage ist absolut berechtigt, aber sie ist unvollständig. Denn eigentlich wäre es besser zu fragen: Ist er Muttersprachler und professioneller Texter, Journalist oder Autor? Denn Muttersprachler mit guten Fremdsprachenkenntnissen gibt es viele – das bedeutet jedoch noch lange nicht, dass sie ein gutes Sprachgefühl haben und Texte kreieren können, die begeistern.

Meine Kollegen und ich sind überzeugt, dass man nur ein guter Übersetzer sein kann, wenn man auch die Kunst des Schreibens beherrscht und kreativ mit Worten jonglieren kann, bis sie sich zu einem stimmigen Ganzen zusammenfügen. Und da wären wir bei unserem nächsten Punkt…

2.) Die Übersetzungen eines guten Übersetzers klingen nicht wie Übersetzungen. Sie klingen wie gut geschriebene Texte.

Doch wie kann das gelingen? Indem man jemanden engagiert, der gut schreiben kann (Punkt 1)! Aber auch indem man als Kunde akzeptiert, dass jede Sprache anders „funktioniert“ und eine kontinuierliche 1:1 Übersetzung in den wenigsten Fällen empfehlenswert ist (insbesondere nicht bei Marketingtexten).

Als Auftraggeber sollte man sich also bewusst machen, dass jede Sprache ihre Eigenarten, Wortspiele, Satzkonstruktionen, grammatikalischen Besonderheiten und auch unübersetzbare Vokabeln hat. Lassen Sie ihrem kreativen Übersetzer die Freiheit, an diesen schwierigen Stellen, die richtigen Worte in der Zielsprache für Sie zu finden, vertrauen Sie seiner Sprachgewandtheit. Machen Sie sich bewusst, dass es darauf ankommt die richtige Botschaft ansprechend zu transportieren und nicht darauf, immer exakt die Vokabeln zu verwenden, die ihr Wörterbuch als Übersetzung vorschlagen würde. Wenn das genug wäre, könnten Sie auch Google Translate nutzen. Aber keiner möchte Texte lesen, die „übersetzt klingen“ – sondern vielmehr solche, die stilistisch überzeugen, die Botschaft verständlich und klar transportieren und die Zielgruppe ansprechen und begeistern.


Photo by Dmitry Ratushny via

3.) Gute Übersetzer denken mit und sind mutig.

Sie erkennen einen guten Übersetzer auch daran, dass er einen Text nicht schlicht in einer anderen Sprache reproduzieren möchte, sondern sich zum Ziel macht ihn wenn nötig zu verbessern. Jemand, der das Beste aus dem Text rausholen will und deshalb eingreift – wenn er es für nötig hält. Um das zu tun, muss man tatsächlich auch ein wenig Mut beweisen. Ein Text kann oft dadurch verbessert werden, dass man etwas weglässt, dass man etwas umformuliert, oder dass man etwas ergänzt. Isabel Bogdan hatte ein schönes Bild dafür im Workshop. Ein Übersetzer hat ihrer Ansicht nach Gemeinsamkeiten mit einem Schauspieler: Er kann einen Text durch seine Interpretation verbessern oder (wenn es schlief geht) verschlechtern. Ein paar Beispiele für Eingriffe, die sich lohnen:

  • Ein Text wird besser, wenn man ein Wortspiel, das nur in der Ausgangssprache Sinn macht ganz weglässt, wenn sich kein sinnvolles Äquivalent in der Zielsprache dazu finden lässt.
  • Ein Text wird besser, wenn man holprig formulierte Passagen des Originals nicht ebenfalls sklavisch holprig in die Zielsprache überträgt, sondern sich lediglich die Botschaft herausgreift und sie in der Zielsprache klarer und verständlicher formuliert. (Wir nennen diese kreative Form der Übersetzung Transkreation. Lesen Sie auf unserer Webseite mehr darüber.)
  • Ein Text wird besser, wenn Ihr Übersetzer Sie auf Passagen hinweist, die für ein anderssprachiges Publikum nicht auf Anhieb verständlich sind. Dabei handelt es sich meist um Sachverhalte, Personen und Abkürzungen, die bspw. Lesern aus Deutschland geläufig sind – anderssprachigen jedoch nicht unbedingt. Er wird Sie dann um zusätzliche Informationen bitten oder diese, wenn möglich, recherchieren und ergänzen.
  • Ein guter Übersetzer weist sie auf Fehler im Originaltext hin, die ihm aufgefallen sind.
  • Er stellt Ihnen außerdem Fragen, ohne Angst zu haben sein „Gesicht zu verlieren“, wenn er etwas nicht weiß oder etwas nicht versteht, z. B. einen beschriebenen technischen Vorgang im Originaltext. Das ist wahrlich kein Makel, sondern ein weiterer Beweis für die hohen Qualitätsansprüche Ihres Übersetzers. Er möchte den Text genau verstehen, um das bestmögliche Ergebnis, um die treffendste Formulierung für Sie herauszuholen.

4.) Eine gute Übersetzung ist Teamwork.

Ein guter Übersetzer kann alleine durchaus einen guten Job machen, aber einen noch besseren, wenn er sich mit Kollegen austauschen kann zu Fragen oder schwierigen Formulierungen. Gemeinsam kommt man eben manchmal auf bessere Ideen!

Nicht unterschätzen sollte man auch die Korrekturschleife sobald der Text fertiggestellt wurde – man wird bei seinem eigenen Text manchmal blind für kleine Flüchtigkeitsfehler. Das ist unvermeidbar. Deshalb ist das 4-Augen-Prinzip so bewährt. Ein Kollege, der mit einem frischen Blick drauf schaut, kann genau solche Fehler erkennen und einen wertvollen Beitrag zur Optimierung des Textes leisten. Deshalb gehört das Korrekturlesen nach dem 4-Augen-Prinzip bei steelecht selbstverständlich bei einem Übersetzungsauftrag dazu.


Photo by Oli Dale via

5.) Kunden können zu einer guten Übersetzung beitragen – mit dem richtigen Briefing.

Sie wissen was Sie wollen. Dann teilen Sie Ihr Wissen und Ihre Wünsche mit Ihrem Übersetzer und werden Sie konkret. Denn Ihr kreativer Übersetzer kann zwar Worte wie Mosaiksteinchen zusammenfügen, aber keine Gedanken lesen. Briefen Sie ihn und überlassen Sie die Übersetzung nicht einfach dem Zufall. Beantworten Sie in Ihrem Briefing folgende Fragen:

  • Zu welcher Gattung gehört der Text? Sagen Sie es ruhig vorab. Ihr Übersetzer wird es beim Lesen natürlich auch selbst herausfinden, aber die Vorabinformation ermöglicht es ihm den Text auch beim ersten Lesen mit einem geschärften Blick für die Eigenheiten der Gattung (Pressetext, Blogbeitrag, Mailing, Produktbeschreibung etc.) zu erfassen und nach adäquaten Lösungen in der anderen Sprache zu suchen.
  • Welche Zielgruppe soll er ansprechen? Sie kennen Ihre Zielgruppe, aber Ihr Übersetzer (vielleicht) noch nicht. Teilen Sie Ihr Wissen mit ihm. Außerdem können sich Zielgruppen von Land zu Land unterscheiden. Machen Sie deutlich, an wen sich der Text richtet.
  • Welche Tonalität soll der Text haben? Förmlich, verspielt, humorvoll, werblich, salopp-jugendlich? Es gibt so viele „Tonarten“. Ein guter Übersetzer möchte das Sie genau das bekommen was Sie sich wünschen. Um zu vermeiden, dass es nach getaner Arbeit heißt: „So haben wir uns das nicht vorgestellt“, ist es wichtig, dass Sie Ihre Wünsche vorab klar kommunizieren.
  • Haben Sie eine Terminologie? Eine Terminologie ist eine Auflistung von Fachtermini und Begrifflichkeiten, die Sie in Ihrem geschäftlichen Kontext immer wieder verwenden samt ihres (z. B. englischsprachigen) Pendants. Indem Sie darin festlegen wie die Fachtermini stets übersetzt werden sollen, können Ihre Übersetzer eine einheitliche und stimmige Unternehmenssprache in ihren Texten kreieren. Wenn Sie bereits eine solche Terminologie angelegt haben, geben Sie diese Ihrem Übersetzer unbedingt an die Hand. Wenn nicht, können auch wir von steelecht gerne eine für Sie anlegen und kontinuierlich fortführen. Es wird Ihre Arbeit und die Ihres Übersetzers erleichtern und Abstimmungszeiten deutlich verkürzen, denn wenn einmal festgelegt ist wie ein Fachterminus stets übersetzt werden soll, werden weder Sie noch Ihr Übersetzer immer wieder aufs neue abwägen müssen welche der vielen möglichen Übersetzungen für Sie die Richtige ist.

Jetzt kann eigentlich nichts mehr schief gehen bei der Suche nach dem richtigen und somit auch richtig guten Übersetzer. Wir wünschen gutes Gelingen!

Wie erwähnt, bietet steelecht Transkreationen (kreative Übersetzungen) an. Sie sind interessiert an einem Angebot oder einer Arbeitsprobe? Dann kontaktieren Sie uns per E-Mail an

Corporate responsibility – what’s a good company to do?


Photo by Namphuong Van via unsplash

Thinking beyond corporate responsibility can transform your company from passive follower to corporate service leader.

Corporate responsibility

Many companies exist to make a profit by selling products and/or services. Most of the time, they are bound by laws, and pay taxes for the privilege of doing business. Along the way, they also provide jobs and purchase products and services, much of which supports the local economies in which they operate.

Some argue that companies should do more for society. But if a company obeys the law, then it is actually doing all that it is legally required to contribute to society. Laws are dynamic, of course, and countries change laws all the time, in areas ranging from discrimination, occupational safety and environmental reporting, to strictures against bribery or operating in certain countries.

The origins of corporate charity

Beyond what they are legally required to do, however, companies often also contribute to society through various charitable or philanthropic measures. In the past, these were often determined by such things as where the company had its base of operations, or by a particular cause that had caught the interest of an owner or higher executive officer of the company.

As a result, the corporate giving of many companies eventually came to include an odd assortment of beneficiaries: a bit of this, and a bit of that. A fictional example gives you an idea of what I mean: a global camera lens manufacturer might provide major funding for the symphony orchestra and an aquarium in their home town, award a well-respected international prize in modern Latin poetry, sponsor a stable for retired racehorses, and allow employees an annual one-day paid leave to assist gifted local secondary students in learning to water-ski. Meanwhile, various local units might sponsor a neighborhood watch committee, staff a soup kitchen one night per year, participate in a sack race supporting animal rights, etc.

Now, let’s assume that all of these are worthy causes, and let’s also assume that supporting these causes added some ineffable value to the company, at least locally or within a limited field (such as new Latin poetry). It didn’t really matter, though, because this was a largely private sphere where any company could act as it saw fit.

New thinking in corporate responsibility

But that wasn’t the end of it. Corporate philanthropy exploded following the Second World War, in tandem with the rise of the corporation, expanded business school education and the explosion in business terminology. Corporate Social Responsibility (CSR) appeared in the 1960s, as a new, modern philosophy of how companies should think and act in their charitable activities.

And so it came to pass that corporate giving was reconceptualized as Corporate Responsibility (CR), Creating Shared Value (CSV), or Sustainability, sometimes relying on Stakeholder theory, and sometimes incorporating a Triple Bottom Line (TBL).

Not unnaturally, many companies found this all very confusing! Of course, one way to keep it simple was to ignore the finer points of the philosophical approach, and simply claim the name of one of them. In this manner, a disparate group of legacy philanthropic activities could all be gathered together and rebranded with a new, modern-sounding umbrella term. If nothing else, no one then needed to spend any more time on that.

These corporate activities do need a name though if we are to continue talking about them. So I am going to introduce a new one – Corporate Service – because it also sums things up, but without the accumulated baggage of these other terms. I’ll tell you more as we go along.

Shifting your perspective to Corporate Service

Now, there’s nothing really wrong with simply adopting a modern term and calling it a day. Perhaps your company does that. But it does sort of miss much of what is arguably an excellent opportunity to combine aspects of:

  • Insurance, paying up-front for goodwill and a good reputation, which may come in handy somewhere down the road.
  • Investment, helping ensure that your company can recruit and retain the people it wants to employ,
  • Marketing, indirectly reinforcing the overall message of who you are as a company.

In that way, Corporate Service supports sustainability – not least your own!

But all of this is only the introduction. What I really want to do is propose a commonsensical, simple and efficient way to maximize the return on your company’s philanthropic time and treasure by vertically integrating your corporate identity and corporate story directly into your Corporate Service.

Vertically integrating? In my next posting, I’ll tell you what that means, and how to do that.

For more information on how to use your Corporate Service to your advantage, contact us: